Balance in leader and follower perceptions of leader-member exchange: Relationships with performance and work attitudes

[1]  Berrin Erdogan,et al.  Support from the top: supervisors' perceived organizational support as a moderator of leader-member exchange to satisfaction and performance relationships. , 2007, The Journal of applied psychology.

[2]  Donald B. Fedor,et al.  AN INVESTIGATION OF FACTORS EXPECTED TO AFFECT FEEDBACK SEEKING: A LONGITUDINAL FIELD STUDY , 2006 .

[3]  Raymond T. Sparrowe,et al.  Leader‐member exchange, differentiation, and task interdependence: implications for individual and group performance , 2006 .

[4]  Berrin Erdogan,et al.  Justice and Leader-Member Exchange: The Moderating Role of Organizational Culture , 2006 .

[5]  Birgit Schyns,et al.  Are Group Consensus in Leader-Member Exchange (LMX) and Shared Work Values Related to Organizational Outcomes? , 2006 .

[6]  Raymond T. Sparrowe,et al.  Two Routes to Influence: Integrating Leader-Member Exchange and Social Network Perspectives , 2005 .

[7]  Aditi Mankad,et al.  Effective Leadership in Salient Groups: Revisiting Leader-Member Exchange Theory From the Perspective of the Social Identity Theory of Leadership , 2005, Personality & social psychology bulletin.

[8]  Robin Martin,et al.  From ideal to real: a longitudinal study of the role of implicit leadership theories on leader-member exchanges and employee outcomes. , 2005, The Journal of applied psychology.

[9]  Dan S. Chiaburu,et al.  The Effects of Instrumentality on the Relationship Between Goal Orientation and Leader-Member Exchange , 2005, The Journal of social psychology.

[10]  R. Hackett,et al.  Leader-Member Exchange as a Mediator of the Relationship Between Transformational Leadership and Followers' Performance and Organizational Citizenship Behavior , 2005 .

[11]  Chet Robie,et al.  Self-Other Agreement: Comparing its Relationship with Performance in the U.S. and Europe , 2005 .

[12]  Robin Martin,et al.  The role of leader-member exchanges in mediating the relationship between locus of control and work reactions , 2005 .

[13]  M. Griffin,et al.  Integrating Expectations, Experiences, and Psychological Contract Violations: A Longitudinal Study of New Professionals , 2004 .

[14]  M. Audrey Korsgaard,et al.  THE EFFECT OF OTHER ORIENTATION ON SELF-SUPERVISOR RATING AGREEMENT , 2004 .

[15]  Onne Janssen,et al.  Employees' goal orientations, the quality of leader-member exchange, and the outcomes of job performance and job satisfaction , 2004 .

[16]  Filotheos Ntalianis,et al.  The Impact of Personality on Psychological Contracts , 2004 .

[17]  Cheri Ostroff,et al.  UNDERSTANDING SELF-OTHER AGREEMENT: A LOOK AT RATER AND RATEE CHARACTERISTICS, CONTEXT, AND OUTCOMES , 2004 .

[18]  K. Law,et al.  MULTI-DIMENSIONAL LEADER-MEMBER EXCHANGE (LMX) AND ITS IMPACT ON TASK PERFORMANCE AND CONTEXTUAL PERFORMANCE OF EMPLOYEES , 2004 .

[19]  Scott B. MacKenzie,et al.  Common method biases in behavioral research: a critical review of the literature and recommended remedies. , 2003, The Journal of applied psychology.

[20]  Mary Uhl-Bien,et al.  Reciprocity in Manager-Subordinate Relationships: Components, Configurations, and Outcomes , 2003 .

[21]  M. Taylor,et al.  Aren't there two parties in an employment relationship? Antecedents and consequences of organization–employee agreement on contract obligations and violations , 2003 .

[22]  Suzanne Zivnuska,et al.  The interactive effect of leader-member exchange and communication frequency on performance ratings. , 2003, The Journal of applied psychology.

[23]  W. van Breukelen,et al.  Effects of LMX and Differential Treatment on Work Unit Commitment , 2002, Psychological reports.

[24]  Sandra J. Hartman,et al.  An investigation of relationships between communication style and leader‐member exchange , 2002 .

[25]  James M. Bloodgood,et al.  Not seeing eye to eye: Differences in supervisor and subordinate perceptions of and attributions for psychological contract breach. , 2002 .

[26]  Francis J. Yammarino,et al.  The folly of theorizing “A” but testing “B”: A selective level-of-analysis review of the field and a detailed Leader–Member Exchange illustration , 2001 .

[27]  M. Uhl‐Bien,et al.  Leader-member exchange and its dimensions: effects of self-effort and other's effort on relationship quality. , 2001, The Journal of applied psychology.

[28]  Michael A. Hogg,et al.  A Social Identity Theory of Leadership , 2001 .

[29]  Chester A. Schriesheim,et al.  Exploring work unit context and leader–member exchange: a multi-level perspective , 2000 .

[30]  L. H. Pelled,et al.  Down and Out: An Investigation of the Relationship between Mood and Employee Withdrawal Behavior , 1999 .

[31]  D. Westen.  The scientific legacy of Sigmund Freud: Toward a psychodynamically informed psychological science. , 1998 .

[32]  William H. Glick,et al.  Common Methods Bias: Does Common Methods Variance Really Bias Results? , 1998 .

[33]  Francis J. Yammarino,et al.  SELF‐OTHER AGREEMENT: DOES IT REALLY MATTER? , 1998 .

[34]  Lawrence R. James,et al.  Measurement of Personality via Conditional Reasoning , 1998 .

[35]  J. Guarino.  Book Review Psychological Contracts in Organizations: Understanding Written and Unwritten Agreements. By Denise M. Rousseau. Sage, Thousand Oaks, California , 1998 .

[36]  R. Liden,et al.  Multidimensionafity of Leader-Member Exchange: An Empirical Assessment through Scale Development , 1998 .

[37]  L. Porter,et al.  Alternative Approaches to the Employee-Organization Relationship: Does Investment in Employees Pay Off? , 1997 .

[38]  S. G. Cohen,et al.  What Makes Teams Work: Group Effectiveness Research from the Shop Floor to the Executive Suite , 1997 .

[39]  Raymond T. Sparrowe,et al.  Process and Structure in Leader-Member Exchange , 1997 .

[40]  Francis J. Yammarino,et al.  Do managers see themselves as other see them? Implications of self-other rating agreement for human resources management , 1997 .

[41]  D. D. Steiner.  Attributions in Leader Member Exchanges: Implications for Practice , 1997 .

[42]  Randall P. Settoon,et al.  Social Exchange in Organizations: Perceived Organizational Support, Leader-Member Exchange, and Employee Reciprocity , 1996 .

[43]  J. Meindl,et al.  The romance of leadership as a follower-centric theory: A , 1995 .

[44]  Michael W. Kramer.  A Longitudinal Study of Superior-Subordinate Communication During Job Transfers , 1995 .

[45]  G. Graen,et al.  Relationship-based approach to leadership: Development of leader-member exchange (LMX) theory of leadership over 25 years: Applying a multi-level multi-domain perspective , 1995 .

[46]  Chester A. Schriesheim,et al.  Leader-Member Exchange and Supervisor Career Mentoring as Complementary Constructs in Leadership Research , 1994 .

[47]  A. S. Phillips,et al.  Leader-follower exchange quality: the role of personal and interpersonal attributes. , 1994, Academy of Management journal. Academy of Management.

[48]  Neville T. Duarte,et al.  Effects of Dyadic Quality and Duration on Performance Appraisal , 1994 .

[49]  Gail T. Fairhurst,et al.  The leader‐member exchange patterns of women leaders in industry: A discourse analysis , 1993 .

[50]  Robert C. Liden,et al.  A longitudinal study on the early development of leader-member exchanges. , 1993 .

[51]  Gerald R. Ferris,et al.  Social Context of Performance Evaluation Decisions , 1993 .

[52]  D. Day,et al.  The Role of Affect and Ability in Initial Exchange Quality Perceptions , 1992 .

[53]  F. Yammarino,et al.  Congruence of Self and Others' Leadership Ratings of Naval Officers for Understanding Successful Performance , 1991 .

[54]  Jennifer A. Chatman,et al.  PEOPLE AND ORGANIZATIONAL CULTURE: A PROFILE COMPARISON APPROACH TO ASSESSING PERSON-ORGANIZATION FIT , 1991 .

[55]  John P. Meyer,et al.  A three-component conceptualization of organizational commitment , 1991 .

[56]  Sylvia Beyer,et al.  Gender differences in the accuracy of self-evaluations of performance , 1990 .

[57]  Gerald R. Ferris,et al.  Influence tactics, affect, and exchange quality in supervisor-subordinate interactions: A laboratory experiment and field study. , 1990 .

[58]  Gail T. Fairhurst,et al.  Social structure in leader‐member interaction , 1989 .

[59]  Francis J. Yammarino,et al.  Theory testing in organizational behavior : the varient approach , 1987 .

[60]  Mark J. Martinko,et al.  The Leader/Member Attribution Process , 1987 .

[61]  P. M. Podsakoff,et al.  Self-Reports in Organizational Research: Problems and Prospects , 1986 .

[62]  R. Liden,et al.  Leader-Member Exchange Model of Leadership: A Critique and Further Development , 1986 .

[63]  D. Duchon,et al.  Vertical dyad linkage: A longitudinal assessment of antecedents, measures, and consequences. , 1986 .

[64]  G. Graen,et al.  Moderating effects of initial leader–member exchange status on the effects of a leadership intervention. , 1984 .

[65]  Joseph G. Rosse,et al.  Reconsidering the vertical dyad linkage model of leadership. , 1983 .

[66]  Robert J. Wherry,et al.  THE CONTROL OF BIAS IN RATINGS: A THEORY OF RATING , 1982 .

[67]  Mark J. Martinko,et al.  Learned Helplessness: An Alternative Explanation for Performance Deficits , 1982 .

[68]  R. Vecchio.  A further test of leadership effects due to between-group variation and within-group variation. , 1982 .

[69]  G. Graen,et al.  Generalizability of the vertical dyad linkage model of leadership. , 1980 .

[70]  W. A. Schiemann,et al.  Leader–member agreement: A vertical dyad linkage approach. , 1978 .

[71]  George B. Graen,et al.  Role assimilation processes in a complex organization. , 1973 .

[72]  R. Kahn,et al.  Organizational Stress: Studies in Role Conflict and Ambiguity. , 1965 .

[73]  D. Marlowe,et al.  A new scale of social desirability independent of psychopathology. , 1960, Journal of consulting psychology.

[74]  Elizabeth George,et al.  APA Handbook of Industrial and Organizational Psychology , 2010 .

[75]  Ziguang Chen,et al.  Leader-member exchange and member performance: a new look at individual-level negative feedback-seeking behavior and team-level empowerment climate. , 2007, The Journal of applied psychology.

[76]  B. Tabachnick,et al.  Using multivariate statistics, 5th ed. , 2007 .

[77]  Raymond T. Sparrowe,et al.  Leader-member exchange theory: The past and potential for the future. , 1997 .

[78]  Charlotte R. Gerstner,et al.  Meta-Analytic Review of Leader-Member Exchange Theory: Correlates and Construct Issues , 1997 .

[79]  M. Banaji,et al.  Implicit social cognition: attitudes, self-esteem, and stereotypes. , 1995, Psychological review.

[80]  D. Rousseau.  Psychological contracts in organizations : understanding written and unwritten agreements , 1995 .

[81]  Robert P. Vecchio,et al.  Influences on the quality of supervisor–subordinate relations: The role of time‐pressure, organizational commitment, and locus of control , 1994 .

[82]  C. Dweck,et al.  Goals: an approach to motivation and achievement. , 1988, Journal of personality and social psychology.

[83]  G. Graen,et al.  Toward a psychology of dyadic organizing. , 1987 .

[84]  S. Folkman,et al.  Stress, Appraisal, and Coping. New York, NY: Springer; , 1984 .

[85]  B. Tabachnick,et al.  Using Multivariate Statistics , 1983 .

[86]  A. Greenwald,et al.  Psychological perspectives on the self , 1982 .

[87]  G. Graen.  Role-making processes within complex organizations , 1976 .

[88]  Richard M. Steers,et al.  Organizational commitment, job satisfaction, and turnover among psychiatric technicians. , 1974 .

[89]  Paul E. Mott,et al.  The characteristics of effective organizations , 1972 .

[90]  D. Weiss,et al.  Manual for the Minnesota Satisfaction Questionnaire. , 1967 .

[91]  P. Blau.  Exchange and Power in Social Life , 1964 .

[92]  Robert L. Kahn,et al.  Organizational stress : studies in role conflict and ambiguity , 1964 .